Six Sigma Org and Goals Flashcards
Rolled Throughput Yield
Standard Deviation
2 types of FMEA
Design and Process
Risk Priority Number (RPN)
Severity score x occurrence score x detection score
higher RPN = highest risk area
5S
Sort, straighten, sweep, standardize, sustain
Kaizen
Just in Time
3 Levels of Mistake Proofing
Prevention, Facilitation, Detection
What is included in a control plan?
- Control subjects
- Desired target / specification
- how the performance is measured or made known
- action triggers
In which type of process map can you see the rework loops, delays, bottlenecks, and work-arounds?
Detailed Process Map
8 Types of Waste (TIM WOODS)
Transport
Inventory
Motion
Waiting
Overprocessing
Overproduction
Defects
Skills underutilized
Quality at the source includes
Quality by design
Quality by self-check and verification
Quality by process monitoring and control
Crosby’s four absolutes
- The definition of quality is ocnformance to requirements
- The system of quality is prevenion
- the performance standard is zero defects
- the measurement of quality is the price of nonconformance (do it right the first time)
Edwards D Deming
founder of Six sigma methodology
Juran’s Trilogy
Quality Planning
Quality Control
Quality Improvement
kaoru ishikawa
Fishbone Diagram
5 Whys
Walter Shewart
Assignable and chance causes
statistical process control
PDCA (Plan, do, check, act)
Geichi Taguchi
Father of quality engineering
loss function
Robust Design
Feigenbaum’s Total Quality Control
- total control of quality AND control of total quality
- Apply quality to all stages from design and deslivery
- share quality responsibilities among functions
- quality is not only the manufacture of a product
Shanin
Statistical Engineering
Red X
What is a process
Exist to accomplish work and tasks
All processes transform inputs into outputs
Both connected and interdependent
Dominant Cause
a small variation causes an unusually large variation in the output
Stamatis
FMEA
Define Phase
Project goals are set and boundaries established. These align with the org’s business goals, customer needs, and process that requires improvement
Measure Phase
Pinpoint the location or source of problems by building a factual understanding of the existing conditions
Establish baseline capability level
Analyze Phase
Produce baseline performance
Pinpoint source of the problem
develop theories of root cause, confirm w/ data
Improve
Develop and implement targeted solutions
Demonstrate positive change
Control
ensures the problem stays fixed
Cost Benefit Analysis and Cost of Poor Quality
Internal Failures (Scrap, rework)
External Failures (warranty, returns)
Appraisal and prevention (costs to achieve quality, audits, inspections)
Any cost thought to be excessive is
A cost of quality
Largest COPQ occurs
after the product has shipped
What 3 elements make up Standard Work
Takt time
Working sequence
Standard in-process stock
Standard work is the lean tool for determining the most efficient combinations of operations
Scatter diagram
To show whether multiple devices are contributing to special cause variation
Visual workplace
A work environment that is self-ordering, self-explaining, self-regulating, and self-improving
14 Principles
Long term philosophy
continuous flow
pull
leveling
culture of quality
standardization
visual controls
proven technology
grow leaders
develop people
respect suppliers
go and see
consensus
learning organization
Heijunka is known as
work leveling
Hoshin Kanri is known as
Policy department
Jidoka is known as
Autonimation
2 Ideas of Theory of Constraints
Constraint Management
Production Pacing
Steps in Constraint Management
Identify
Exploit
subordinate
elevate
repeat
SMED
Total Productive Maintenante (TPM)
Eliminate unplanned downtime in the scheduling of preventative maintenance
A3
Tells a story on a single sheet. Based on PDCA, good for small non-complex problems
Overall Equipment Effectiveness (OEE)
Availability, Performance, Quality
Availability is hours of operations minus planned downtime
Performance is actual operating time
Quality represents the percentage of good units produced
OEE calculation
Availability x Performance x quality
A: Actual operating time / planned available time
P: Actual performance time / actual operating time
Q = total units - rejects / total units
Standard Work includes
Standard Time, inventory, and sequence
Takt Time
Matches production to demand
Available minutes / Customer demand = X min per unit
Hoshin Planning
Company develops up to 4 vision statements to where the company should be in 5 years
8 Ps of Lean Thinking
Purpose
process
people
pull
prevention
partnering
planet
perfection
Value added is defined as
the customer recognizes value
it transforms the product
it is done right the first time
andon
vsual feedback system (traffic lights)
A3
give management a quick overview of key topics and issues on one paper
Gemba
management walkaround
heijunka
production scheduling purposely producesin much smaller batches by sequencing product within the same process. leads to reduced lead times
hoshin kanri
policy deployment:
Company (strategy)
middle management (tactics)
operations floor (action)
Jidoka
autonimation
Kanban
kanban cards are a visual indicator the quantity needs to be replenished once the min level is reached
OEE
overall equipment effctiveness
AxPxQ
Poka Yoke
Mistake proofing through prevention
Single Minute Exchange of Dies (SMED)
Rapid changeover that should take less than 10 minutes
Standard Work
interaction between man and machine in producing a part. 3 components:
standard time
standard inventory
standard sequence
KPI
Key process indicator - quantifiable measurement, which is agreed to beforehand, that reflects the critical success factors of a department
Takt Time
purpose is to match production with customer demand.
theory of constraints
focuses on the weakest link. 5 steps:
identify
exploit
subordinate
elevate
repeat
Drum-buffer-rope
to avoid long lead times and WWIP, all system processes shld be slowed down to the speed of the slowest process
TPM
total productive maintenance. equipment must be reliable, preventative maintenance
Waste (Muda)
overproduction
motion
waiting
inventory
transportation
defects
overprocessing
skills unused
——-
perfection
employee demotivation
Spaghetti diagrams
graphic tool used to show the flow or path that people, products or paperwork take during a normal operation
value stream map
series of activities an org performs, such as order,d esign, produce, and deliver products and services
3 components of value stream
- flow of materials from receipt of supplier to delivery of finished goods/services to customers
- transformation of raw materials into finished goods or inputs into oututs.
- flow of information required to support the flow of material and transformation of goods and services
value stream map is also known as
value chain diagram
Design for Six Sigma
customer driven to deliver faster, higher quality consumables
only about ____ of new products launched in all industries are successful
60%
DFSS vs Six Sigma
DFSS is more proactive than reactive, applies to new consumables, focuses on marketing, R&D, and design.
Starts earlier to develop the process
predicts design quality up front
DFSS methodology: IDOV
Identify - VOC, QFD, FEMA, Benchmarking
Design - CTQ, identify functional rqmts, develop alternatives, evaluate and select
Optimize - process cape info, stat tolerance, robust design, and verious SS tools
Validate - test and confirm
two common DFSS methodologies
IDOV and DMADV
DMADV
Define proj goals
Measure and determine customer needs and specs
Analyze the process options to mee customer needs
Design the process details
Verfy and validate the design performance
DMADV design imperatives
Manufacturing
maintainability
environment
robust
usability
scalability
safety
MTTF (mean time to failure)
MTBF (Mean time between failures)
Failure Modes and Effects Analysis (FMEA) enables us to assess the ____ associated with defects
risk
Design Failure modes and effects analysis (DFMEA)
examines all the ways failure can occur by effect and seriousness
FMEA formula for RPN
“SOD”
Severity x occurence x detection = RPN
The applications for DFSS include
Manufactoring
supporting processes
design
DFSS reduces the number of design changes, which helps to reduce _____
number of prototypes during the design stage
Project selection teams include
MBB
BB
Champions
executive supporters
The project selection team will….
select projects based on a set of metrics that have been translated into financial terms.
Types of projects
Waste reduction - Lean
Data Analysis - Six Sigma
New Products - DFSS
Project selection
Aimed at advancing the company goals
Performance and health
SWOT analysis
Benchmarking
A3 Planning sheet
Processes are both…
connected and interdependent
Implications of process thinking
- you are affected by the
- work of others
your work affects others - small improvements make a difference
- process improvement demands communication and teamwork
Deming suggested a more elaborate definition of a process begining with ___ through ___
consumer, design
Benchmarking
Used to identify and compare best practices. Looks at industries outside your competitive scope
4 Benchmarking types
Process
Performance
project
strategic
What is the key difference of a SIPOC vs process maps
SIPOC shows the interrelationship between customer and supplier in each interaction
Benefits of a SIPOC
Sets boundaries
establishes inputs/outputs
pinpoints customers and suppleirs of a process
Delighters, Dissatisfiers, satisfiers
Critical to satisfaction metrics
The prime objective of a six sigma project.
use affinity diagrams and tree diagrams are helpful.
CTQs = the Y
Process characteristics = X
Quality Function Deployment (QFD)
a means to convert customer requirements into mulitple levels of internal requirements.
house of quality
in a QFD, a competative analysis is used to
locate and define gaps
The 4 categories for correlations on technical requirements are
strong positive
positive
negative
strong negative
Problem statement
An unwelcomed situation that needs to be dealt with and overcome
Purpose
identify the goal or end result
Benefits
Goal or direction to resolve the problem
Scope
limitation/boundary
Results
what, who, when, where, how many, how much. Achieving results is a signal that the project is completed
